SERVICES
A Broader and Deeper Talent Pool
This $16B, 80,000-employee company had a strong culture of intense loyalty. However, the company recognized a potential downside consequence for its succession planning process: a heavy emphasis on loyalty, time in position, and “paying one’s dues.”
Jim Lawler worked with the company to transform its succession planning process to ensure more focused, rapid development of talent, and an improved ability to meet new business needs. He began by identifying what was working with the existing system, and where it was falling short of expectations with the senior executive team.
After building a consensus on a new approach, Jim managed the refocusing of the organization’s succession planning process to ensure the purposeful, active movement of high potential talent. His involvement resulted in management placing a new emphasis on such abilities as adapting to new situations, demonstrating more strategic perspectives, and developing general management skills.
Jim helped the management team transition to a new employee development mindset, and to apply specific techniques and initiatives to enable more active and meaningful movement of high potential talent. He also helped convey the new talent development process across the organization.
A NEW MINDSET — AND NEW TECHNIQUES The changes resulted in a substantial increase in the visibility of key talent, a pool of newly identified high potentials, and more active and better-planned developmental paths for key talent. Ultimately, the new system has created a stronger and deeper pool of future general managers and functional leaders.